Mba 704 Module 2 Exam -
Organizational Behavior Questions
And Verified Answers With Rationales
Just Released.pdf | Verified Questions
Mba 704 Module 2 Exam - Organizational | Comprehensive
Examination
Mba 704 Module 2 Exam - Organizational Behavior
Questions And Verified Answers With Rationales Just
Released.pdf actual exam preparation document with verified
INTRODUCTION
This document is an important and very helpful preparation
resource for Mba 704 Module 2 Exam - Organizational
Behavior Questions And Verified Answers With Rationales Just
Released.pdf. Every item uses a focused exam stem, four
response options, a keyed response, and a clear rationale,
making it easier to understand the subject, spot distractors, and
build real exam confidence.
Page 1
, Question 1
A product team's intrinsic motivation collapses after leadership introduces a
large, tightly monitored bonus tied to individual output. Which theoretical
mechanism most precisely explains this decline?
A. Expectancy theory predicts effort will drop when instrumentality is
perceived as low.
B. Cognitive evaluation theory predicts that controlling extrinsic rewards
undermine intrinsic motivation by reducing perceived autonomy.
C. Equity theory predicts demotivation whenever referent comparisons
are unfavorable, regardless of reward type.
D. Goal-setting theory predicts that specific, difficult goals reduce
intrinsic interest by narrowing attention.
Correct Answer: B - Cognitive evaluation theory predicts that
controlling extrinsic rewards undermine intrinsic motivation by
reducing perceived autonomy.
RATIONALE
Cognitive evaluation theory (a sub-theory of self-determination
theory) holds that tangible rewards perceived as controlling shift locus
of causality externally and erode intrinsic motivation. Expectancy
theory concerns effort-to-performance-to-outcome links, not intrinsic
motivation per se. Equity and goal-setting theories do not directly
explain reward-induced intrinsic motivation loss.
Question 2
Two cross-functional teams have identical task interdependence and member
ability. Team A has high task cohesion; Team B has high social cohesion but
low task cohesion. Which outcome is most consistent with meta-analytic
evidence?
A. Team B will outperform Team A because social cohesion improves
communication.
Page 2
, B. Team A will outperform Team B because task cohesion is more
strongly related to performance than social cohesion.
C. Both teams will perform equally because cohesion type does not affect
performance when interdependence is controlled.
D. Team B will outperform Team A only if the task is additive rather than
conjunctive.
Correct Answer: B - Team A will outperform Team B because
task cohesion is more strongly related to performance than social
cohesion.
RATIONALE
Meta-analytic evidence (e.g., Beal et al., 2003; Castaño et al., 2013)
shows task cohesion has a stronger positive relationship with team
performance than social cohesion. Social cohesion alone can even
facilitate groupthink or off-task behavior. Interdependence moderates
but does not erase the task-cohesion advantage.
Question 3
A hiring committee conducts unstructured interviews and reaches unanimous,
rapid agreement on a candidate. Which combination of biases is most likely
inflating their confidence?
A. Anchoring and escalation of commitment.
B. Confirmation bias and the shared-information bias within a cohesive
group.
C. Availability heuristic and hindsight bias.
D. Framing effect and base-rate neglect.
Correct Answer: B - Confirmation bias and the
shared-information bias within a cohesive group.
Page 3
, RATIONALE
Unstructured interviews invite confirmatory hypothesis testing about
candidates, and early consensus in a cohesive group reflects
shared-information bias (discussing common rather than unique
information), which suppresses dissent. The other options describe
real biases but do not jointly explain premature consensus in
unstructured interviews.
Question 4
A manager consistently uses rational persuasion and inspirational appeals with
senior executives but switches to pressure and coalition tactics with frontline
staff. Which influence framework best explains this pattern?
A. French and Raven's bases of power, because the manager holds
legitimate power over staff only.
B. Yukl's influence tactics framework, because tactic choice depends on
direction of influence (upward, lateral, downward).
C. Cialdini's principles of persuasion, because reciprocity governs
downward influence.
D. Social exchange theory, because leader-member exchange quality
drives tactic selection.
Correct Answer: B - Yukl's influence tactics framework, because
tactic choice depends on direction of influence (upward, lateral,
downward).
RATIONALE
Yukl's research shows that influence tactic selection varies
systematically with the direction of influence-rational persuasion and
inspirational appeals are used upward, while pressure and coalitions
are more common downward. French and Raven describe power
bases, not tactic selection. Cialdini and social exchange theory do not
directly predict direction-contingent tactic use.
Page 4
Organizational Behavior Questions
And Verified Answers With Rationales
Just Released.pdf | Verified Questions
Mba 704 Module 2 Exam - Organizational | Comprehensive
Examination
Mba 704 Module 2 Exam - Organizational Behavior
Questions And Verified Answers With Rationales Just
Released.pdf actual exam preparation document with verified
INTRODUCTION
This document is an important and very helpful preparation
resource for Mba 704 Module 2 Exam - Organizational
Behavior Questions And Verified Answers With Rationales Just
Released.pdf. Every item uses a focused exam stem, four
response options, a keyed response, and a clear rationale,
making it easier to understand the subject, spot distractors, and
build real exam confidence.
Page 1
, Question 1
A product team's intrinsic motivation collapses after leadership introduces a
large, tightly monitored bonus tied to individual output. Which theoretical
mechanism most precisely explains this decline?
A. Expectancy theory predicts effort will drop when instrumentality is
perceived as low.
B. Cognitive evaluation theory predicts that controlling extrinsic rewards
undermine intrinsic motivation by reducing perceived autonomy.
C. Equity theory predicts demotivation whenever referent comparisons
are unfavorable, regardless of reward type.
D. Goal-setting theory predicts that specific, difficult goals reduce
intrinsic interest by narrowing attention.
Correct Answer: B - Cognitive evaluation theory predicts that
controlling extrinsic rewards undermine intrinsic motivation by
reducing perceived autonomy.
RATIONALE
Cognitive evaluation theory (a sub-theory of self-determination
theory) holds that tangible rewards perceived as controlling shift locus
of causality externally and erode intrinsic motivation. Expectancy
theory concerns effort-to-performance-to-outcome links, not intrinsic
motivation per se. Equity and goal-setting theories do not directly
explain reward-induced intrinsic motivation loss.
Question 2
Two cross-functional teams have identical task interdependence and member
ability. Team A has high task cohesion; Team B has high social cohesion but
low task cohesion. Which outcome is most consistent with meta-analytic
evidence?
A. Team B will outperform Team A because social cohesion improves
communication.
Page 2
, B. Team A will outperform Team B because task cohesion is more
strongly related to performance than social cohesion.
C. Both teams will perform equally because cohesion type does not affect
performance when interdependence is controlled.
D. Team B will outperform Team A only if the task is additive rather than
conjunctive.
Correct Answer: B - Team A will outperform Team B because
task cohesion is more strongly related to performance than social
cohesion.
RATIONALE
Meta-analytic evidence (e.g., Beal et al., 2003; Castaño et al., 2013)
shows task cohesion has a stronger positive relationship with team
performance than social cohesion. Social cohesion alone can even
facilitate groupthink or off-task behavior. Interdependence moderates
but does not erase the task-cohesion advantage.
Question 3
A hiring committee conducts unstructured interviews and reaches unanimous,
rapid agreement on a candidate. Which combination of biases is most likely
inflating their confidence?
A. Anchoring and escalation of commitment.
B. Confirmation bias and the shared-information bias within a cohesive
group.
C. Availability heuristic and hindsight bias.
D. Framing effect and base-rate neglect.
Correct Answer: B - Confirmation bias and the
shared-information bias within a cohesive group.
Page 3
, RATIONALE
Unstructured interviews invite confirmatory hypothesis testing about
candidates, and early consensus in a cohesive group reflects
shared-information bias (discussing common rather than unique
information), which suppresses dissent. The other options describe
real biases but do not jointly explain premature consensus in
unstructured interviews.
Question 4
A manager consistently uses rational persuasion and inspirational appeals with
senior executives but switches to pressure and coalition tactics with frontline
staff. Which influence framework best explains this pattern?
A. French and Raven's bases of power, because the manager holds
legitimate power over staff only.
B. Yukl's influence tactics framework, because tactic choice depends on
direction of influence (upward, lateral, downward).
C. Cialdini's principles of persuasion, because reciprocity governs
downward influence.
D. Social exchange theory, because leader-member exchange quality
drives tactic selection.
Correct Answer: B - Yukl's influence tactics framework, because
tactic choice depends on direction of influence (upward, lateral,
downward).
RATIONALE
Yukl's research shows that influence tactic selection varies
systematically with the direction of influence-rational persuasion and
inspirational appeals are used upward, while pressure and coalitions
are more common downward. French and Raven describe power
bases, not tactic selection. Cialdini and social exchange theory do not
directly predict direction-contingent tactic use.
Page 4
